CDP CDP 2014 Investor CDP 2014 Information Request AECI Ltd Ord Module: Introduction Page: Introduction CC0.1 Introduction Please give a general description and introduction to your organization. AECI IS AN EXPLOSIVES AND SPECIALTY CHEMICALS GROUP DOMICILED IN SOUTH AFRICA AND LISTED ON THE JOHANNESBURG STOCK EXCHANGE (JSE). GROUP BUSINESSES SERVICE THE MINING AND MANUFACTURING SECTORS BOTH LOCALLY AND INTERNATIONALLY. THE FOCUS FOR GROWTH IS ON AFRICA, SOUTH EAST ASIA AND SOUTH AMERICA. AECI S BUSINESSES ARE CHARACTERISED BY APPLICATION KNOW-HOW AND SERVICE DELIVERY. THEY OFTEN OPERATE IN NICHE MARKETS AND ARE SUPPORTED BY LEADING TECHNOLOGIES WHICH ARE DEVELOPED IN-HOUSE OR ARE SOURCED FROM INTERNATIONAL PARTNERS. AECI s vision is to be the supplier of choice for customers in its chosen markets. The Group aims to be Africa s leading supplier of explosives and mining services and specialty chemicals, mainly to the mining and manufacturing sectors and in key emerging markets around the world. The Company s vision is underpinned by four strategic pillars pertaining to a globally competitive cost base, world-class technology, value-adding customer-centric service, and excellence and professionalism in all areas of activity. Growth is achieved organically and via acquisitions. These pillars in turn reflect AECI s foundational principles of being Bold and Innovative in the creation of value, of Going Green and of being Engaged and Responsible. The model in place for AECI is summarised as Freedom supported by a Framework, with the framework established by the parent company complementing the businesses pursuit of their own innovative product and service excellence. Regional expansion will leverage the Group s already extensive footprint in Africa and other selected markets in developing countries will also be targeted for growth. South East Asia and Brazil are of particular interest. AEL will commission three new plants in Africa in 2013. In addition, the investment in a nitric acid plant and an ammonium nitrate solution plant in Bontang, Indonesia, will provide in-country access to a secure source of ammonium nitrate. This will assist in sustaining AEL s growth trend in the region.
In the specialty chemicals cluster, regional growth is being pursued in Africa in key markets that include mining; the water oil, gas and energy sector; agriculture; food production and preservation; and the personal and home care sectors. Businesses will expand their areas of influence by partnering with their customers as they grow and by maximising the benefits of leading technology. In this regard ImproChem s position subsequent to the acquisition of General Electric s ( GE ) Chemical and Monitoring Solutions business in Africa was a noteworthy development in 2012. Potential acquisitions in Brazil are being identified and they will be pursued in line with the Group s risk/reward appetite, as will opportunities in other geographies. AEL is the leading developer, producer and supplier of commercial explosives, initiating systems and blasting services for the mining, quarrying and construction markets in Africa. In Indonesia, the company is the second largest supplier of explosives and services to the local mining industry. With its Head Office at Modderfontein in Johannesburg, South Africa, AEL has production facilities and offices throughout Africa and in selected international regions in South East Asia, South America and Europe. In the specialty chemicals cluster, 15 business units supply specialty chemical raw materials and related services for industrial use across a broad spectrum of customers in the manufacturing and mining sectors, mainly in Southern Africa. Sales, distribution, production and laboratory facilities are extensive. The cluster has major sites in Johannesburg and Durban, with a number of smaller operations country-wide. AECI s mining chemicals thrust is anchored in Senmin, which operates in Sasolburg. SANS Technical Fibers is based in USA. It manufactures and markets a range of high performance, specialty nylon industrial yarns for niche market applications in the USA, Asia and Europe. Previously a stand-alone segment, this business was included in the specialty chemicals cluster from January 2013. In addition to its core businesses the Group has a valuable land asset, the release of which is managed carefully. The property activities are overseen by Heartland. This company seeks to optimise the value of the property holdings surplus to AECI s operational requirements by selling land and by selectively investing in revenue-producing buildings in order to grow an existing portfolio of rental properties. The land holdings are significant and are located in prime locations near Johannesburg and Cape Town. More than 3 000 hectares of land are available for redevelopment or sale over the longer term for residential, commercial and industrial end uses and for leasing purposes. CC0.2 Reporting Year
Please state the start and end date of the year for which you are reporting data. The current reporting year is the latest/most recent 12-month period for which data is reported. Enter the dates of this year first. We request data for more than one reporting period for some emission accounting questions. Please provide data for the three years prior to the current reporting year if you have not provided this information before, or if this is the first time you have answered a CDP information request. (This does not apply if you have been offered and selected the option of answering the shorter questionnaire). If you are going to provide additional years of data, please give the dates of those reporting periods here. Work backwards from the most recent reporting year. Please enter dates in following format: day(dd)/month(mm)/year(yyyy) (i.e. 31/01/2001). Enter Periods that will be disclosed Tue 01 Jan 2013 - Tue 31 Dec 2013 CC0.3 Country list configuration Please select the countries for which you will be supplying data. This selection will be carried forward to assist you in completing your response. Select country South Africa United States of America CC0.4 Currency selection Please select the currency in which you would like to submit your response. All financial information contained in the response should be in this currency. ZAR (R)
CC0.6 Modules As part of the request for information on behalf of investors, electric utilities, companies with electric utility activities or assets, companies in the automobile or auto component manufacture sectors, companies in the oil and gas industry, companies in the information technology and telecommunications sectors and companies in the food, beverage and tobacco sectors should complete supplementary questions in addition to the main questionnaire. If you are in these sectors (according to the Global Industry Classification Standard (GICS)), the corresponding sector modules will not appear below but will automatically appear in the navigation bar when you save this page. If you want to query your classification, please email respond@cdp.net. If you have not been presented with a sector module that you consider would be appropriate for your company to answer, please select the module below. If you wish to view the questions first, please see https://www.cdp.net/en-us/programmes/pages/more-questionnaires.aspx. Further Information Module: Management Page: CC1. Governance CC1.1 Where is the highest level of direct responsibility for climate change within your organization? Individual/Sub-set of the Board or other committee appointed by the Board CC1.1a Please identify the position of the individual or name of the committee with this responsibility The Social and Ethics committee is mandated to consider, recommend and monitor AECI s activities with regards to the following and report accordingly to the Board: - Good corporate citizenship specifically in relation to the promotion of equality, the prevention of unfair discrimination and the reduction of corruption; and AECI's record of sponsorship, donations and charitable giving - Labour and employment matters - Safety, health and environment (of which climate change is a component) specifically in relation to the AECI's Group's activities and those of its products and
services - Social and economic development of defined communities - Consumer relations (advertising, public relations and compliance with consumer protection laws) The Social and Ethics Committee is comprised of three Independent Non-executive Directors, the Chief Executive, the Human Capital Executive and the Group Technical and Safety, Health and Environment Manager. The Chief Financial Officer attends by invitation. In 2013 the Committee maintained its focus on ensuring that AECI has a robust management process for issues pertaining to workplace transformation, Employment Equity, safety, health, the environment, and ethicsrelated matters. The Committee met three times in the year. Current members of the Committee are: Z Fuphe (Chairman) GJ Cundill MA Dytor MJ Leeming MVK Matshitse R Ramashia Group Technical and Safety, Health and Environment Manager. The Group Technical and Safety, Health and Environment Manager, Gary Cundill, has day-to-day responsibility for climate change. He is responsible for the overall management of and co-ordination of Health, Safety and Environmental aspects for AECI. He is supported by the Group Environmental Specialist, Tredeshnee Naidu, who provides environmental support and advice to the business units within the AECI Group. She is also responsible for environmental reporting, environmental targets and development of a Climate Change Strategy for AECI. CC1.2 Do you provide incentives for the management of climate change issues, including the attainment of targets? Yes CC1.2a Please provide further details on the incentives provided for the management of climate change issues
Who is entitled to benefit from these incentives? The type of incentives Incentivized performance indicator Director on board Recognition (nonmonetary) The Green Gauge award is awarded to the Managing Director of the company that performs the best in terms of achieving targets on waste, water and energy initiatives. This is an annual award accepted by the Managing Director on behalf of the company. Further Information Page: CC2. Strategy CC2.1 Please select the option that best describes your risk management procedures with regard to climate change risks and opportunities Integrated into multi-disciplinary company wide risk management processes CC2.1a Please provide further details on your risk management procedures with regard to climate change risks and opportunities Frequency of monitoring To whom are results reported Geographical areas considered How far into the future are risks considered? Comment Six-monthly or more frequently Individual/Sub-set of the Board or committee appointed by the Board South Africa Africa Indonesia 1 to 3 years CC2.1b
Please describe how your risk and opportunity identification processes are applied at both company and asset level The Group follows the risk management methodology comprising both bottom-up and top-down elements as well as a holistic approach in identifying, analysing, evaluating, treating, monitoring and reviewing risks. The bottom-up identifcation and prioritisation process is supported by workshops with the management teams of the Group s businesses. The top-down element involves management at Corporate Head Office level. This ensures that potential risks are discussed at the top management level and are included in subsequent reports, if found to be relevant. Through this process, complemented by with the Cura software, AECI ensures that the management of risks is an integral part of its corporate governance system and that risk management is integrated into its day-to-day business activities. CC2.1c How do you prioritize the risks and opportunities identified? The risk analysis is depicted on a 5 x 5 risk rating scale that sets out potential impacts and estimated probabilities. The potential impacts are classifed as minor,moderate, serious, major or severe and are in turn linked to a qualitative and quantitative residual risk value. The estimated probability is based on: almost certain = monthly basis; likely = once in one year; possible = once in three years; unlikely = once in five years; rare = once in more than five years. There has historically been a focus on risks. A decision has now been taken to focus on opportunities. CC2.1d Please explain why you do not have a process in place for assessing and managing risks and opportunities from climate change, and whether you plan to introduce such a process in future
Main reason for not having a process Do you plan to introduce a process? Comment CC2.2 Is climate change integrated into your business strategy? Yes CC2.2a Please describe the process of how climate change is integrated into your business strategy and any outcomes of this process AECI is committed to maintain ongoing efforts to minimize our environmental impacts in order to continue to be accepted as a responsible citizen by the communities in which we operate and other stakeholders. AECI's values of Going Green and Responsible as well as our strategy of Going above and beyond informs our climate change strategy. In addition our environmental vision based on three critical environmental footprint reduction goals; namely, resource conservation, energy conservation and pollution prevention are also pivotal drivers for our climate change strategy. Our Climate Change strategy is supported by the following three key pillars: A. Achieve targets through progressive efforts to increase efficiency. AECI has made a concerted effort to minimise our impact by improving the efficiency of production processes, efficient logistics management, offerings to customers and office activities etc. B. Place a high priority on Green Chemistry to encourage the design of products and processes that minimise the use and generation of hazardous substances. AECI aims to provide products that are not only superior in terms of functionality and quality, but also exert minimal impact on the environment. C. Communicate and establish partnerships with stakeholders within and outside the Company. In addition to innovation, the move to renewable energy and other new elements of environmental infrastructure, developing technologies and creating mechanisms for reducing environmental impacts require collaboration with other companies, regulatory authorities, NGOs, universities and research organisations. To ensure Group-wide participation and ownership of this pillar, AECI promotes environmental education and training. (i) The AECI Group is comprised of subsidiaries each of which is required to report on sustainability parameters on a monthly basis. The reported data is collated on a central Group Information Management System and a consolidated as well as individual assessment in terms of environmental performance is conducted. The environmental performance assessment is reported to the AECI EXCO on a quarterly basis indicating key parameters (water, waste, energy, GHG emissions etc.) together with performance trends. (ii) AECI s climate change strategy has been largely influenced by the realisation that failure to adapt business practices in the current environmental and climate change sphere will have major cost implications and that many opportunities exist for the incorporation of Green Chemistry within the Group s business strategy. Some examples of Green Chemistry in the AECI group include the Eco-Emulsions range at the AEL operations, Green Blowing Agents being developed by a refrigerant manufacturing subsidiary, the Ecologika range of sustainable agriculture products etc. The inherent risks associated with impending climate change related regulations such as the Carbon Tax have also shaped AECI s strategic approach. In addition AECI is cognisant of the fact that failing to take strategic action
in the climate change arena could result in severe reputational damage. AECI has also recognised that the opportunities linked to efficiency projects provided by the Energy Efficiency regulations provide a good business case for upgrading and improving production equipment and infrastructure. (iii) Within the AECI environmental target setting process known as Green Gauge, short term targets have been set up to 2015. Recognising the need to reduce emissions and thereby reduce the Group s overall carbon footprint, the Green Gauge process under Key Focus Area 2 (KFA): Energy Conservation focuses on conducting energy efficiency assessments at prioritised sites. Pursuant to confirmation based on the assessments, AECI has set a target to reduce scope 1 emissions by 10% and scope 2 emissions by 15% by 2015 from a 2011 baseline. Water, waste and energy audits have been completed at 15 sites in support of this target and site specific activities and interventions have been identified for implementation. (iv) As part of the AECI Green Gauge process long term objectives have been stated up to 2020. A key component for the achievement of long terms objectives is the focus on Green Chemistry on an ongoing basis in order to ensure that manufacturing and production processes consider the application of cleaner technology as well as innovative solutions in product development. It is anticipated that this focus will drive the Group s long term vision based on the fact that Going Green is not only part of our Good Chemistry brand descriptor and one of our Company values; it is also a business opportunity. AECI believes that in the long term as environmental considerations become more entrenched in society, opportunities to supply products that sustain this trend become more apparent and viable. A good example of this is the water treatment products and processes that assist customers in maximising their use of this scarce resource in Africa. Another subsidiary supplies products for insulating materials that assist in reducing energy consumption. (v) AECI s drive towards Green Chemistry and the development of products which are not only environmentally friendly but which will also assist customers in reducing their carbon footprints will give AECI a competitive advantage. This is clearly evident in projects such as Eco-emulsions and Green Blasting options provided by AEL, the development and use of Green Blowing agents produced by Industrial Urethanes (now incorporated into Lake International), Ecologika products for sustainable agriculture etc. (vi) AECI has invested considerable resources both human and financial in conducting a baseline assessment of current operational aspects which have a bearing on resource efficiency with the aim of developing a long term business strategy for operational sites. AECI approached ERM, a leading international sustainability consultancy, to assist in conducting the assessments using their QUEST methodology (Quick Energy Savings Technique). The site assessments carried out were characterised by the estimations of energy, water and waste saving potentials based on available data and the ERM team s professional considerations. A detailed opportunities database as well as business case, inclusive of Net Present Value (NPV), opportunity cost, payback periods etc., was developed for the sites assessed. Opportunities have also been prioritised as follows in order to enable the sites to develop management plans for implementation: Priority 1: Payback < 1 year and < R 100K investment; Priority 2: Payback < 3 years and < R 1M investment; Priority 3: All others. 15 companies have implemented opportunities during the course of 2012 and 2013 and are continuously looking at the feasibility of opportunities identified with respect of energy, waste and water. CC2.2b Please explain why climate change is not integrated into your business strategy CC2.3
Do you engage in activities that could either directly or indirectly influence public policy on climate change through any of the following? (tick all that apply) Trade associations CC2.3a On what issues have you been engaging directly with policy makers? Focus of legislation Corporate Position Details of engagement Proposed legislative solution CC2.3b Are you on the Board of any trade associations or provide funding beyond membership? Yes CC2.3c Please enter the details of those trade associations that are likely to take a position on climate change legislation Trade association Is your position on climate change consistent with theirs? Please explain the trade association's position How have you, or are you attempting to, influence the position? Chemical and Allied Industries Association (CAIA) Consistent The transition to a low carbon, resource efficient economy is a global environmental and economic imperative. There is no high carbon future. The transition represents both challenges and opportunities for the South African chemical industry. Success will depend on companies ability to position As a CAIA member AECI is well aware that a business as usual scenario is not feasible and is committed to playing an active role in implementing the national climate change response policy that places South Africa on a low carbon growth path while at the same time addressing developmental
Trade association Is your position on climate change consistent with theirs? Please explain the trade association's position How have you, or are you attempting to, influence the position? themselves as providing technological and commercial leadership in the new markets which will emerge. imperatives. To this end AECI engages actively with CAIA in terms of engagement with policy makers through formal meetings, dialogues, written submissions and comments on proposed policies, participation in sector specific workshops etc. CC2.3d Do you publically disclose a list of all the research organizations that you fund? CC2.3e Do you fund any research organizations to produce or disseminate public work on climate change? CC2.3f Please describe the work and how it aligns with your own strategy on climate change CC2.3g Please provide details of the other engagement activities that you undertake
CC2.3h What processes do you have in place to ensure that all of your direct and indirect activities that influence policy are consistent with your overall climate change strategy? AECI has developed a set of Key Focus Areas (KFAs) as part of its Green Gauge programme which focuses on environmental targets and production efficiencies to reduce impacts relating to energy, GHG emissions, waste and water. The six KFAs are characterised by specific interventions linked to actions and roles and responsibilities. All Green Gauge processes and KFA's are directly linked to AECI's vision and values and are reviewed on a regular basis to ensure relevancy and consistency not only with the AECI strategy but also with the constantly evolving regulatory and business regime. CC2.3i Please explain why you do not engage with policy makers Further Information Page: CC3. Targets and Initiatives CC3.1 Did you have an emissions reduction target that was active (ongoing or reached completion) in the reporting year? Absolute target CC3.1a Please provide details of your absolute target
ID Scope % of emissions in scope % reduction from base year Base year Base year emissions (metric tonnes CO2e) Target year Comment Abs1 Scope 1+2 100% 15% 2011 577478 2015 The bulk of reductions in emissions have been observed over the past year due to a concerted effort being made in terms of increasing efficiency and reducing resource consumption. It is anticipated that as more projects are approved and implemented, more significant savings will be realised. CC3.1b Please provide details of your intensity target ID Scope % of emissions in scope % reduction from base year Metric Base year Normalized base year emissions Target year Comment CC3.1c Please also indicate what change in absolute emissions this intensity target reflects ID Direction of change anticipated in absolute Scope 1+2 emissions at target completion? % change anticipated in absolute Scope 1+2 emissions Direction of change anticipated in absolute Scope 3 emissions at target completion? % change anticipated in absolute Scope 3 emissions Comment CC3.1d
For all of your targets, please provide details on the progress made in the reporting year ID % complete (time) % complete (emissions) Comment Abs1 50% 44% The decrease occurred primarily in the specialty chemicals cluster as a result of lower production volumes, the sale of Resitec at the end of 2012 and a range of energy-saving initiatives that were put in place as part of Green Gauge. CC3.1e Please explain (i) why you do not have a target; and (ii) forecast how your emissions will change over the next five years CC3.2 Does the use of your goods and/or services directly enable GHG emissions to be avoided by a third party? Yes CC3.2a Please provide details of how the use of your goods and/or services directly enable GHG emissions to be avoided by a third party Although many of the AECI subsidiaries are engaged in the manufacture of products which will reduce environmental impacts, the most significant at this stage is the provision of improved blasting services initiative at AEL to minimise carbon footprint. (i) The mine to mill concept is a well-known method for increasing profitability of mining operations. By tailoring the explosives and initiating systems to suit the mine's process requirements the improved blast results add value to mine operations by reducing shovel cycle times, increasing haul truck fill factors and improving the processing efficiency of the crushing and milling operations. By creating the best fragmentation distribution for a specific mill and by inducing internal micro-fractures within the rocks the mill power consumption can be reduced dramatically. (ii) The replacement of conventional shock tube initiation with an electronic detonating system can result in significant savings. By using this approach at a quarry,
even though the total mining cost was increased by 2% the productivity of earth moving equipment increased by 24.7% and the crusher throughput went up 14.7%. The operation would have realised carbon footprint savings of 4500 tons carbon dioxide equivalent per annum (which is a 33% reduction and the monetary value associated with the equivalent electrical and fuel reductions is estimated to be $428 472 per annum). (iii) AEL has developed a simple model to relate the change in blasting parameters to the savings in energy consumption, electricity demand and greenhouse gas emissions. At this stage a number of simplifying assumptions are made to grapple with the concepts and to identify the main drivers and trends. The mass of gases with global warming potential are calculated per kg of explosive. The GWP factors for 100 years are used to calculate the equivalent carbon emission resulting in a higher value of the carbon emission due to the high weighting of the methane. The higher value of 0.25 kgco2-e per kg of explosives was used for the surface bulk product in this assessment. (iv) At this stage AEL has not considered generating CERs for this specific initiative. CC3.3 Did you have emissions reduction initiatives that were active within the reporting year (this can include those in the planning and implementation phases) Yes CC3.3a Please identify the total number of projects at each stage of development, and for those in the implementation stages, the estimated CO2e savings Stage of development Number of projects Total estimated annual CO2e savings in metric tonnes CO2e (only for rows marked *) Under investigation 41 97647 To be implemented* 21 11630 Implementation commenced* Implemented* 73 16950 Not to be implemented 9 1214 CC3.3b
For those initiatives implemented in the reporting year, please provide details in the table below Activity type Description of activity Estimated annual CO2e savings (metric tonnes CO2e) Annual monetary savings (unit currency - as specified in CC0.4) Investment required (unit currency - as specified in CC0.4) Payback period Estimated lifetime of the initiative, years Comment Energy efficiency: Processes Energy efficiency: Processes Energy efficiency: Processes Energy efficiency: Processes AEL: Many manufacturing process at the Group plants are characterised by heating and cooling processes and requirements. During the energy assessments conducted at various sites it was apparent that there are numerous opportunities in terms of optimisation of heating and cooling process and infrastructure such as insulations of pipes and storage vessels, reducing pressure head across chillers, replacement of aged cooling towers, optimisation of thermal fluid temperatures at night, optimisation of reactor heating/cooling processes etc. Akulu: Reduce boiler and plants steam pressure, repair compressed air system leaks, Reduce heat recovery steam generation system pressure CI: VSD installation on cooling tower and acid pump motors, Use internal steam rather than imported steam for sulphate plant and other internal users IOP: Higher efficiency motor replacement programme, Continue compressed air leak reduction programme, Continue steam trap and distribution system repair, Improvements to metering and targeting of energy use (engagement), Use demin water for JT3 boiler to reduce blow down, Control office air conditioning to match occupation hours, Improve thermal insulation of heat distribution system, Install VSD on boiler FD fans, Replace large air compressor with small unit to match load and reduce off load losses, Continue replacement of steam distribution system with stainless steel and change 1719 387235 40000 <1 year 1850 622566 65000 <1 year 5680 1690000 800000 3300 2998300 3282000 1-3 years 1-3 years Greater than 5 years Greater than 5 years Greater than 5 years Greater than 5 years
Activity type Description of activity Estimated annual CO2e savings (metric tonnes CO2e) Annual monetary savings (unit currency - as specified in CC0.4) Investment required (unit currency - as specified in CC0.4) Payback period Estimated lifetime of the initiative, years Comment steam to hot water heating, Continue with control system upgrade for process Lake: Reduce steam pressure, warehouse lighting control, agitator motor replacement, cooling tower replacement, compressed air pressure reduction, thermal fluid optimization, reactor heating/cooling optimisation Energy efficiency: Processes 3410 1858983 848000 <1 year Greater than 5 years CC3.3c What methods do you use to drive investment in emissions reduction activities? Method Comment Compliance with regulatory requirements/standards Employee engagement Financial optimization calculations AECI is committed to ensuring that required environmental authorisations are applied for and obtained from the relevant regulatory authorities. Annual environmental authorisation compliance is conducted in June with a brief update at the end of the year. These reports are submitted to the EXCO. As part of the Green Gauge process, Safety Health and Environmental Practitioners within the various businesses in the Group are regularly involved in initiatives aimed at achieving the Green Gauge Targets. Employees at a less technical level will be engaged by means of awareness training sessions. The approach followed is the train-the -trainer concept entailing training of SHE practitioners on Green Gauge aspects to ensure awareness training sessions are held at all businesses in the Group. The Green Gauge process has been initiated with the roll out of resource efficiency assessments at 15 selected sites within the Group. As part of the assessments possible projects for achieving savings are being identified and the identified projects are characterised by a detailed opportunities database as well as business case, inclusive of Net Present Value (NPV), Return on Investment (ROI), opportunity cost, payback periods etc. These calculations are used to identify priority projects which will
Method Comment yield energy as well as cost savings and will therefore be considered as viable projects for implementation in the business environment. CC3.3d If you do not have any emissions reduction initiatives, please explain why not Further Information Page: CC4. Communication CC4.1 Have you published information about your organization s response to climate change and GHG emissions performance for this reporting year in places other than in your CDP response? If so, please attach the publication(s) Publication Page/Section reference Attach the document In mainstream financial reports (complete) Page 70 https://www.cdp.net/sites/2014/48/248/investor CDP 2014/Shared Documents/Attachments/CC4.1/2013_annual_report.pdf Further Information
Module: Risks and Opportunities Page: CC5. Climate Change Risks CC5.1 Have you identified any climate change risks that have the potential to generate a substantive change in your business operations, revenue or expenditure? Tick all that apply Risks driven by changes in regulation Risks driven by changes in physical climate parameters Risks driven by changes in other climate-related developments CC5.1a Please describe your risks driven by changes in regulation Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management Carbon taxes The South African (SA) government is looking to introduce a carbon tax on 1 January 2016 to support SA's commitment of reducing greenhouse gas emissions by 34% by 2020 and 42% by 2025 against a Increased operational cost 1 to 3 years Direct Virtually certain Mediumhigh If implemented, the carbon tax will have a significant impact on the operational costs of businesses within the Group. The carbon tax proposed in the latest draft policy document is R120/tonne CO2e. AECI has placed great emphasis in the past three years on reduction of emissions and increasing efficiency. AECI believes that the reduction and efficiency opportunities which have been The cost of implementing Green Gauge and the associated energy efficiency projects which have been identified has cost more than R 4 Million.
Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management business as usual scenario. It is anticipated that 80% of emissions will be tax-exempt for chemical industry sector until 2020 to allow for a smooth transition for business. Government has proposed a carbon tax of R120 per tonne of CO2e on scope 1 emissions. The tax will come into effect on 1 January 2016, and may increase by 10% a year. Thresholds may apply in the first 5 year phase. The carbon tax will likely be designed to create incentives for companies, businesses and individuals to change their behaviors and consumption patterns to reduce the reliance on fossil fuels. Not only will AECI be For AECI which falls within the Chemical Sector a basic tax-free threshold of 80% may apply. Therefore based on the assumption that only scope 1 emissions is taxed, a 20% tax will cost AECI approximately R8m. Based on the draft policy this amount will likely increase by 10% annually. identified for specific sites through the Green Gauge process will achieve energy savings by improved industrial processes and behavioral changes. A significant drive to improve plant performances, enhance pump capacities, use of efficient lighting systems, etc. will greatly aid in the reduction of AECI's total carbon footprint and the applicable carbon tax.
Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management paying directly for their carbon emissions through the carbon tax, there may also be indirect cost implications through increased prices of electricity and fossil fuels. The key short term risk is uncertainty surrounding the timing and nature of fiscal, regulatory and legislative packages which are currently under development. The Government recognises the country s responsibility to undertake action to reduce emissions and has announced emissions reductions by 34% below projected business as usual baseline by 2020 and by 42% by 2025. Government notice 172 of the Uncertainty surrounding new regulation Increased operational cost 1 to 3 years Direct Virtually certain High It is currently unclear what the financial implications of the uncertainty surrounding new regulation will be. If the new regulation is promulgated, the financial implication may be significant and would be related to pollution abatement equipment. In addition costs relating to mitigation will also be significant thereby placing financial strain on individual businesses in the As a risk mitigation measure AECI engages with the regulators through CAIA and BUSA on a regular basis in order to ensure that the concerns related to new legislation and the associated uncertainties are raised with the relevant government departments. The annual CAIA membership costs amount to approximately R1.3 million.
Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management National Environmental Management: Air Quality Act of 2004 released in March 2014 states that pollution prevention plans are required to be submitted by significant greenhouse gas emitters. This legislation is currently up for comment. Therefore at this stage there is certain level of uncertainty in terms of the impact on the businesses within the AECI Group as the regulation has not been finalised. Group. CC5.1b Please describe your risks that are driven by change in physical climate parameters
Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management Change in precipitation extremes and droughts Changes in precipitation patterns are relevant where water is a critical resource. Impacts to changes in precipitation patterns vary regionally but significant effects are anticipated where reduced precipitation coincides with increased temperatures, causing exacerbated water stresses. Our Agriculture business may be significantly impacted by changes in precipitation patterns having a direct impact on our Agriculture customers buying our products. Reduced demand for goods/services >6 years Indirect (Supply chain) Unlikely Medium The financial implication cannot be determined Monitoring climate related issues affecting the agriculture business and engaging with our Agriculture customers to understand their risks relating to water and how AECI can support them in terms of, for example, providing agricultural chemicals specifically for water strained areas. Change in The AECI Reduction/disruption >6 years Indirect Likely Medium- Floods will AECI has taken A risk Not determined
Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management precipitation extremes and droughts supply chain (as well as labour force) could well be affected by physical climate change risks such as floods, or extreme weather events. Flash floods could have a knock-on effect on food supply and disease on the workforce as well as negative effects on road infrastructure in the area which may affect the supply chain. Disrupted access to site due to flooding or extreme weather events can result in supply chain disruption and non-delivery of resources, a loss of production time and a loss of revenue. Disruption at suppliers' sites in production capacity (Supply chain) high affect the supply chain and disrupt business continuity which could result in a significant loss of income from production inefficiencies. AECI s product sit in various companies supply chains and therefore if critical products cannot be delivered customers operations cannot continue to function. There is currently no quantification of the loss of revenue if these products were not available, although it would be significant. action, and plans to take further action in relation to physical risks from climate change. AECI has embarked on the process of calculating annual carbon footprints (and hence managing data related to carbon emissions and climate change) of operations and associated with this is a greater understanding of the risks and opportunities the company faces from climate change. AECI is currently developing a separate climate change strategy and regards this as part of the optimisation of the business. The climate change strategy will help to assessment of the implications of flood events on AECI businesses will most likely cost approximately R 2 Million.
Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management due to flooding or extreme weather events can also result in supply chain disruption and non-delivery of resources, the inability to operate due to lack of resources and a loss of revenue. Flooding may also disrupt AECI s ability to supply key chemicals to clients, thereby disrupting clients operations. identify risks associated with climate change and the strategies that could be implemented to address these risks. CC5.1c Please describe your risks that are driven by changes in other climate-related developments Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated Financial Implications Management method Cost of management Changing Shifts in consumer Reduced >6 years Direct Unlikely Medium The financial AECI has The cost of
Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated Financial Implications Management method Cost of management consumer behaviour behavior to purchase products with a lower carbon footprint may affect companies within the Group. There may be competitive risks from suppliers who can offer products with lower carbon footprints and which are more environmentally friendly. demand for goods/services implication could not be determined. introduced the Green Gauge programme as part of its values of Going Green and being Responsible. The Green Gauge programme focuses on achieving savings related to energy, water and waste with associated benefits of greenhouse gas emissions savings. The climate change strategy is the first step in identifying the risks and opportunities associated with climate change. In doing so, AECI is in a position to better understand the financial effects of climate change thereby enabling them to implementing Green Gauge and the associated energy efficiency projects which have been identified has cost more than R 4 Million thus far. It is expected that further significant capital expenditure is required to achieve savings. Reputation A negative reputational risk could pose a threat to the chemical, textile and explosives production and services sector as a whole due to increased public awareness of climate change and the increased focus on what the sector is doing in response to Reduced demand for goods/services 3 to 6 years Direct Unlikely Medium By not taking carbon liability into consideration when carrying out long-term planning, there is a potential risk that the financial viability of projects will not be as attractive as thought. This will also affect the sustainability of projects. The same is true if The costs of carbon assessments, efficiency assessments and implementation of projects amount to approximately R 6 million.
Risk driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated Financial Implications Management method Cost of management climate change. weather projections are not considered for particular areas. This could affect the financial viability of a project and whether it should be implemented. The financial effects of a lack of long term planning have not been quantified. incorporate carbon liability into future planning. CC5.1d Please explain why you do not consider your company to be exposed to risks driven by changes in regulation that have the potential to generate a substantive change in your business operations, revenue or expenditure CC5.1e Please explain why you do not consider your company to be exposed to risks driven by physical climate parameters that have the potential to generate a substantive change in your business operations, revenue or expenditure
CC5.1f Please explain why you do not consider your company to be exposed to risks driven by changes in other climate-related developments that have the potential to generate a substantive change in your business operations, revenue or expenditure Further Information Page: CC6. Climate Change Opportunities CC6.1 Have you identified any climate change opportunities that have the potential to generate a substantive change in your business operations, revenue or expenditure? Tick all that apply Opportunities driven by changes in regulation Opportunities driven by changes in physical climate parameters Opportunities driven by changes in other climate-related developments CC6.1a Please describe your opportunities that are driven by changes in regulation Opportunity driver Description Potential impact Timeframe Direct/Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management General environmental Increasing and changing New products/business 1 to 3 years Direct Very likely Mediumhigh The focus on 'Green AECI has placed a high Development costs are
Opportunity driver Description Potential impact Timeframe Direct/Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management regulations, including planning environmental regulation has resulted in customers looking at ways to minimise their environmental impacts. This has led to the following initiatives within AECI companies: 1. Ecologika focuses on specialty products and services for sustainable agriculture; 2. Development of blowing agents which have zero ozone depleting potential, zero volatile organic content and zero global warming potential; 3. Development of environmentally friendly fertilizer coatings; 4. Development and sale of ECO Series of services Products' will result in increased sales and is likely to contribute more than 5% of the Group's profits, estimated at R70m based on 2013 profit numbers. priority on Green Chemistry to encourage the design of products and processes that minimise the use and generation of hazardous substances. This focus is supported by ongoing research and development at individual business level reviewed on an ongoing basis and are capitalised if they can be measured reliably, the product or process is technically and commercially feasible, it is probable that the asset will generate future economic benefits and the Group intends to and has sufficient resources to complete development. In 2013 AECI spent R 62 million on research and development.
Opportunity driver Description Potential impact Timeframe Direct/Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management emulsions CC6.1b Please describe the opportunities that are driven by changes in physical climate parameters Opportunity driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management Change in mean (average) temperature The rising cost and tighter regulation of water, coupled with concerns about adequate long-term availability in many regions, is prompting many companies to view water conservation as an imperative in terms of business sustainability. AECI believe that this is an immediate opportunity in the short to medium term especially as the regions we operate in are considered water scarce areas. AECI Investment opportunities 1 to 3 years Direct Virtually certain Mediumhigh The potentially increased demand for water treatment technologies and chemicals is likely to increase the demand for the services offered by AECI companies, in particular ImproChem. This increased demand will most likely result in financial benefits for the Group. AECI's ImproChem's business acquired Clariant Southern Africa Proprietary Limited's ( Clariant ) water treatment business in Africa and its South African assets during early 2014. Also included in the acquisition is a 50% shareholding in Blendtech, Clariant s B-BBEE partner in South Africa. The total cash consideration for the Clariant acquisition was in the order of R400 million.
Opportunity driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management has identified the fact that based on lack of availability of water resources, water treatment is an attractive option for activities which use water as a raw material and generate significant quantities of effluent. CC6.1c Please describe the opportunities that are driven by changes in other climate-related developments Opportunity driver Description Potential impact Timeframe Direct/ Indirect Likelihood Magnitude of impact Estimated financial implications Management method Cost of management Other drivers The rising costs of energy, especially electricity is driving businesses to consider energy reduction initiatives in their business activities. AECI has identified various opportunities across energy, Reduced operational costs 1 to 3 years Direct Very likely Mediumhigh The roll out of Green Gauge programmes across businesses within the Group is likely to realise significant cost savings. For energy AECI has invested considerable resources both human and financial in conducting a baseline assessment of current operational aspects which have a bearing on resource efficiency with the aim of developing a The cost to conduct assessments, identify opportunities and track performance as part of the Green Gauge Programme is greater than R4